About POLIP Consulting Group
Not a firm. A practitioner.
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POLIP Consulting Group was founded on a simple conviction: organisations rarely fail because they cannot identify their problems. They struggle because they misdiagnose their causes.
A decline in performance is attributed to capability when the cause is leadership. A culture initiative is launched when the underlying constraint lies in organisational design. Teams are restructured, programmes are introduced, and new processes are implemented, yet the original problem persists because the system that created it remains unchanged.
POLIP exists to challenge that pattern.
Rather than beginning with solutions, every engagement begins with understanding how strategy, leadership, organisation design, capability, culture, governance, and execution interact. Only when those relationships are understood can meaningful change take place. The objective is not to recommend more interventions, but to identify the few that create disproportionate and lasting impact.
This philosophy is shaped by the experience of its founder and principal consultant, Prasoon Sarkar.
Over more than two decades, Prasoon has worked across manufacturing, healthcare, consumer, and food & beverage organisations in roles spanning organisational design, leadership development, performance transformation, people analytics, and enterprise strategy. His perspective has been shaped by four distinct corporate environments: the operational discipline of Japanese organisations, the scale and execution focus of American enterprises, the governance traditions of European multinationals, and the entrepreneurial complexity of Indian conglomerates and high-growth businesses.
The Collaboration Model
Who This Practice Serves
Mid-to-large enterprises, Indian conglomerates, multinational subsidiaries, PE-backed portfolio companies, and high-growth businesses, navigating leadership transitions, rapid scaling, post-merger integration, or the realisation that current leadership infrastructure is not producing the outcomes the business needs.
"If you are looking for a firm to run a training calendar, we are not the right fit. If you need a senior practitioner who can diagnose accurately, design pragmatically, and execute with the attention that only comes from personal investment in the outcome, we should talk."
That breadth of experience is not presented as a catalogue of industries or positions. It provides the perspective to recognise patterns that are often missed when organisational issues are viewed through a single functional, technical, or behavioural lens. Clients engage POLIP not simply for recommendations, but for judgement, an ability to connect seemingly unrelated issues, distinguish symptoms from underlying causes, and design interventions that strengthen the organisation as a whole rather than strengthen one part at the expense of another.
POLIP is intentionally a principal-led consulting practice. Every engagement is led personally by Prasoon Sarkar, ensuring continuity of thinking, direct accountability, and a level of involvement that is often difficult to achieve within larger consulting firms.
Where specialised expertise is required, such as psychometric assessment, employment law, sector benchmarking, data engineering, or large-scale facilitation, POLIP works with a carefully selected network of independent specialists. These relationships have been built over years of professional collaboration, and every specialist is expected to uphold the same standards of rigour, discretion, and client stewardship that define every POLIP engagement.
Begin with the problem, not the service.
Bring the symptom. The scoping conversation exists to locate where the problem actually lives, and whether POLIP is the right practice to take it on.